We're partnering with Future Women in support of gender equality

We're very excited to be partnering with Future Women, a new multi-media platform supporting gender equality. As well as being a hub for quality journalism and insights, the aim is to become a destination where members can connect and learn from each other.

With the team from Future Women, we're creating FW Academy -  a digital resource hub for organisations committed to diversity. FW Academy will bring smart practical tips, challenging insights, case studies and consulting support to help turn words to action. 

FW Academy will draw on our team's experience over the past decade working with more than 200 organisations, setting inclusion strategies, educating thousands of leaders on unconscious bias and flexible work, and reinvigorating talent management policies to accelerate diversity progress. 

Future Women recently featured an interview with our CEO, Dr Katie Spearritt. You can read more about the partnership and FW Academy here.

You can sign up to Future Women now and start enjoying access to newsletters and news about forthcoming events.

 Diversity Partners is collaborating with Future Women, a new multi-medium platform supporting gender equality in Australia.

Diversity Partners is collaborating with Future Women, a new multi-medium platform supporting gender equality in Australia.

Rethinking recruitment

Patty McCord, Netflix's former head of talent, was recently in Australia talking about overturning traditional approaches to recruitment and diversity was a key underpinning of her message.

Instead of thinking about the person we want to hire, McCord says a better approach is to think about the problem you want to solve. This approach helps us move beyond hiring the same people over and over again who are like us (called affinity bias) and become more receptive to different opinions and perspectives. It helps meet the diversity of customer needs too.

 Are you really hiring the best person for the job? Rethink recruitment to access talent from diverse talent pools.  Photo: Getty Images

Are you really hiring the best person for the job? Rethink recruitment to access talent from diverse talent pools.

Photo: Getty Images

There's another reason why we think rethinking recruitment to focus on the problem needing to be solved, as McCord recommends, is important. The benefit of this approach is that it helps us avoid associations with the current incumbent.

Given that the gender of the person currently doing the role will influence who is seen as most suitable for it, as business psychologists such as Professor Binna Kandola have shown, it's all too easy to overlook candidates from different backgrounds.

 

McCord is also well known for highlighting the risks of hiring for 'cultural fit', as she stated in Harvard Business Review earlier this year. 

'What most people really mean when they say someone is a good fit culturally is that he or she is someone they’d like to have a beer with. But people with all sorts of personalities can be great at the job you need done. This misguided hiring strategy can also contribute to a company’s lack of diversity, since very often the people we enjoy hanging out with have backgrounds much like our own.’

Like McCord, we think it's important to challenge affinity bias, as well as other biases that can impact hiring such as halo effect, confirmation bias and priming. Going a step further, we recommend hiring managers understand implicit gender and cultural stereotyping that inhibits diversity in organisations.

That's why we've created workshops for hiring managers (and recruitment specialists) and a leader conversation guide called 'Recruiting Fairly and Objectively: Challenging Unconscious Bias in Recruitment'. 

In our two-hour workshops, leaders learn several ways to promote diversity and reduce bias in each stage of the recruitment process, from the decision to search internally or externally, job advertising, shortlisting, interviewing to on-boarding. 

We explain the value of de-identifying CVs, avoiding gendered language, advertising in diverse channels, clear selection criteria and consistency of process.

As many of us know, too much hiring manager discretion increases the potential for subjectivity, inconsistency and bias.

We think it's also important to include an 'inclusion competency' in job and selection criteria. This aligns with broader company efforts to promote inclusion in leadership behaviours, practices and policies.

To assess a candidate's inclusion competency, you might ask for example:

  • Have you worked with others from diverse backgrounds and with different experiences? What were the challenges and benefits of that diversity?
  • How have you handled a situation when a colleague or a direct report was not accepting of others’ background, values, or experiences?
  • Can you share examples of how you've encouraged different perspectives in your team meetings in the past?

All of these techniques offer a way to rethink recruitment more rigorously and objectively, and advance diversity and inclusion progress in organisations more generally. And that brings a range of benefits such as increased innovation, better problem solving, and access to broader talent pools.

If you'd like more information about our recruitment workshops, conversation guide, or would like to chat about your company's particular needs, please call us on 1800 571 999 or email info@diversitypartners.com.au. We'd love to hear from you.

 

Supporting inclusive workplaces in Queensland: interview with Leith Mitchell

This week we talk with Leith Mitchell, our Brisbane-based Senior Consultant. Over the past three years, Leith has worked closely with a range of clients including Bank of Queensland, BHP Coal, Dominos, Ergon, Rio Tinto, Downer Group, Powerlink, Unity Water and QSuper to support their diversity progress.

Leith has a background in professional services and, prior to joining Diversity Partners, managed global diversity initiatives focused on gender and people with disability for IBM.

Leith, what do you most enjoy about the work you do?

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'I like partnering with clients who understand there’s a mix of solutions required to support inclusion and diversity. Getting quick wins are important. But it's fantastic to have the opportunity to co-design and implement improvements to systems, processes, and structures for long-term positive change.

'I’ve also enjoyed conducting research for diversity diagnostics and facilitating inclusive leadership and unconscious bias programs for leadership teams in quite diverse industries such as financial services, water resources, and mining.

'I particularly enjoy working with clients who are focused on inclusion; how to be strategic around inclusion, how to understand the different stages of inclusion from initially feeling welcome in the workplace to cultivating a real sense of belonging; how leaders and managers build capability on creating high levels of psychological safety, and how to practically measure inclusion.'

Can you share an example of a client who’s made particular progress to improve diversity and inclusion?

'It’s been inspiring to work closely with QSuper, a superannuation firm moving beyond the traditional one-size-fits-all approach to superannuation to a much more personalised approach towards investments, education and access to advice, to help members reach financial wellbeing. Tuning into the different needs of employees and members is key to their performance, and we were able to recommend ways to do this effectively through our diagnostic and strategy engagements. 

'QSuper has a number of leading initiatives including specific support and advice for women to counteract the difference in women and men’s superannuation. The organisation also has a three-year partnership with domestic violence hotline, DVConnect – the leading state-wide crisis response service.'

Are there any particular opportunities for Queensland-based firms to take a leading role in promoting change?

'Unfortunately, Queensland trails the rest of the country in terms of women’s pay, leadership, flexible work and gender equality policies (WGEA, 2017). Queensland businesses have the lowest proportion of female company directors or chairwomen compared to all other states of Australia.

'This presents an opportunity for CEO’s and senior leaders in Queensland to communicate why a diverse workforce and inclusive work environment is critical to the business, and steps leaders can take to help people feel a sense of belonging at work. The head offices of a number of Australian firms are based here, and it's great to see some of them really lifting their focus on inclusion and diversity.'

Good diversity practices improve ethical resilience

Recruiting people from diverse backgrounds, with ideas that question the status quo, can change an organisation for the better.

Leading and sustaining a successful and ethical business can be a complex game. For some people, it is made all the more (seemingly) complex by bringing together individuals with different backgrounds and perspectives.

However, we now know that well-managed, diverse teams lead to greater benefits for a business, including more innovation and creativity. Some organisations are still connecting the dots in understanding the impact that good diversity practices – which should encompass inclusive behaviours and understanding of unconscious bias – can have on improving ethical decision-making and corporate governance.

Gender diverse boards perform better

According to a 2010 Australian study of 849 directors on more than 100 boards in Australia and New Zealand, board members on gender-diverse boards believe they add more value than male-dominated boards through the quality of their decision-making.

They also believe that directors on gender-diverse boards act with greater integrity and require better documentation of roles and responsibilities.

In addition, several studies have shown that gender diversity on boards brings fresh thinking, increased focus on problem-solving and greater transparency.

It’s tempting to infer that the reason for this higher emphasis on integrity is because women bring ‘different’ and ‘special’ qualities. But that’s one of those flawed cognitive shortcuts that do more damage than good.

What really counts is the different dynamics that characterise gender-diverse boards, rather than women perceiving matters differently from men.

As organisations begin to extend their diversity focus – from inherent diversity (traits such as gender and ethnicity) to inclusive leadership that encourages diversity of thinking – we start to appreciate the positive impact this can have on business ethics.

Learn from mistakes: BP Deepwater Horizon oil spill

In 2011, one year after the Deepwater Horizon oil spill in the Gulf of Mexico, I joined a global facilitation team for BP’s newly formed Diversity & Inclusion program. As a result of this crisis, and following a range of independent studies on the situation, it became clear that decision-making biases and the lack of a ‘speak-up’ culture about safety issues were factors that contributed to the disaster.

I say kudos to BP for its subsequent commitment to ensuring its leaders act with greater awareness of core values such as safety, respect and courage.

Although we’re all susceptible to forces that make us ignore risks, leaders at all levels of an organisation can take steps that will encourage diversity of thought and potentially reduce ethical risk.

How to promote diversity

1. Be aware of cognitive biases

We all have biases, but we’re often not aware of them. Psychologists and behavioural economists have highlighted many biases that impair our ability to make objective and effective decisions.

2. Give teams express permission to disagree with you

Some leaders appoint a ‘devil’s advocate’ in meetings to encourage multiple perspectives. One CEO we know routinely tells colleagues “you have an obligation to disagree with me”.

3. Engage team members from outside your regular circle

Inclusive leaders make a real effort to understand the experiences of people who are not part of their tight-knit in-group. Where you hold meetings and who gets invited can make a significant difference.

4. Invite Team members to put their Opinions first

This is a simple leadership tactic to avoid ‘priming’ or ‘framing’ bias – when we unconsciously ‘plant’ ideas.

5. Actively measure Diversity

Track gender, cultural and age diversity as indicators of how your organisation is leveraging different perspectives. Use surveys to track employee perceptions of being able to speak up and contribute to decision-making.

6. Openly support diversity and inclusion

Our experience with companies in Australia supports global research that shows leadership teams which have a highly visible commitment to diversity and inclusion are more likely to make significant diversity progress.

*This article first appeared in the Australian Institute of Managers (AIM) 'Leadership Matters' publication.

 Diversity of thinking contributes to ethical resilience.

Diversity of thinking contributes to ethical resilience.

Helping organisations progress diversity and inclusion through rigorous research

‘If it wasn’t for your guidance, we wouldn’t have achieved half of what we have.’

 Conducting rigorous research is key to developing tailored diversity and inclusion strategies for Australian and global firms, says Dr Katie Spearritt.

Conducting rigorous research is key to developing tailored diversity and inclusion strategies for Australian and global firms, says Dr Katie Spearritt.

It’s messages like this in our inbox this morning that keeps the DP team energised to deliver rigorous research and targeted diversity and inclusion strategies.

Over the past decade, we’ve provided research and strategy guidance to progress diversity and inclusion for many medium to large organisations and government agencies.

Here's some examples of clients that have engaged us to undertake diversity and inclusion research and detailed strategy development, by sector:

  • Financial services: NAB, Westpac, Commonwealth Bank, Suncorp, Bank of Queensland, Bendigo and Adelaide Bank, QSuper, Telstra Super, ME Bank.
  • Legal sector: Maddocks, Lander & Rogers
  • Resources/infrastructure/engineering: Transurban, Anglo American, BHP, Rio Tinto, Oilsearch, Golder Associates, Energy Australia, Powerlink (NZ)
  • Medical/pharmaceutical: Boston Scientific, GSK.
  • Public sector agencies and departments: Bureau of Meteorology, Victorian Dept of Education, Melbourne Water, Environment Protection Australia, Unity Water, South East Water, Water Services Association of Australia.
  • Information technology: Computershare, Xero
  • Digital Media: Dentsu Aegis Network

Our research methodology draws on global diversity and inclusion benchmarks, Australian gender equality reporting frameworks, and our team's practical experience working in diversity leadership roles for, and with, large Australian firms over many years. 

Each company we work with has particular diversity challenges and opportunities. And many different commercial and performance objectives.

That's why we work hard to apply the most effective solutions that add value to employees, customers and other shareholders. The outcome for our clients is a carefully crafted strategy that sets a clear direction for achieving success on their diversity and inclusion objectives.

And that's why receiving feedback about the impact of our recommendations is always uplifting. 

To learn more about our approach to confidential diagnostic research and strategy development, please click here, or contact us at info@diversitypartners.com.au.

Tips for creating an inclusive culture: webinar recording

In this recent webinar, Dr. Katie Spearritt, CEO of Diversity Partners, and Lindsay Evans, General Manager of Product and Legal Counsel at Learning Seat by Litmos, discuss the importance of creating an inclusive culture in the workplace.

There's a range of practical take-aways for business leaders, HR leaders, and diversity practitioners to achieve more diverse and inclusive workplaces.

You'll learn more about the concepts of diversity and inclusion in the workplace, and why it's really important for Australian and global organisations to focus on both diversity and inclusion to achieve the benefits of diversity, such as greater innovation and improved performance.

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Diversity - The differences that each individual can bring, from culture, background and ethnicity to age, experience and perspectives.

Inclusion - The sense of belonging when people feel their workplace culture actively encourages different views and perspectives.

 

 

Katie shares  four foundations to achieving progress, including:

  1. Building a consistent understanding among your leaders and employees of what diversity and inclusion mean.
  2. Leading by example from the top.
  3. Understanding that change is systemic and needs a comprehensive targeted strategy.
  4. Promoting intentionally inclusive actions, behaviour and language in day to day interactions (when conducting team meetings, when hiring, when engaging customers).

You can access the webinar recording on the Learning Seat by Litmos website here.

Why refreshing talent management policies with a diversity and inclusion lens is important

We've been working with many clients to hard-wire diversity and inclusion in talent policies.  

We systematically review each policy to identify ways to minimise the potential for unconscious bias, attract a diverse candidate pool, and actively seek out leadership candidates with an inclusion competency.

This type of review is important because unconscious biases in organisational processes, systems and cultures often work against creating a level, objective foundation for decision-making. 

 Unconscious biases in organisational processes, systems and cultures often work against creating a level, objective foundation for decision-making.

Unconscious biases in organisational processes, systems and cultures often work against creating a level, objective foundation for decision-making.

While we all like to think we recruit the ‘right person for the role’ solely on merit, the reality is that recruitment and promotion processes can lead to what we call an 'orthodoxy of talent' because of the impact of affinity bias and confirmation bias, among other types of unconscious bias.

Unconscious bias plays out in a number of ways. It's particularly challenging because this type of bias is implicit or unconscious - that is, we're often not aware of it.

And while it's important to educate leaders on ways they can personally challenge unconscious bias through leadership development programs, it's equally important to review existing policies and practices. Making these types of changes strengthens the opportunity for positive cultural change. As Harvard professor and behavioral economist Iris Bohnet explains, '...it’s easier to change your processes than your people'.

When we review policies, we often find that job descriptions capture the attention of, and funnel in, people who think and act in a particular way. Particular words stereotypically associated with men or women (for example, ‘dominant’, ‘determined’, ‘loyal’) influence who applies. As does stating that a role must be done full time rather than flexibly.

Resumes may be put aside because of experience gaps, such as taking time out of the workforce to raise a family.

The gender of the people currently doing the role will influence who is seen as most suitable.

Interviews that don’t follow a structured question template leave room for affinity bias (our preference for people like us) to creep in. And candidates who don’t conform to stereotypes will be less likely to be hired and promoted.

It’s because of these imbalances and biases, identified in many global studies, that we recommend organisations refresh talent management policies to reduce the potential for unconscious bias and actively seek diversity in talent pipelines.

We recently helped one large organisation in the infrastructure sector fine-tune its policies. While the firm has traditionally had a strong and progressive commitment to diversity, we found several opportunities to improve their policies to avoid unconscious biases narrowing their talent pool. In the case study below, we share some recommendations we made.

The upside for the organisation is that leaders are now more likely to attract talented people from diverse backgrounds, and keep them.

We found several opportunities to increase the use of inclusive language and avoid unconscious biases narrowing the talent pool.

Diversity Partners Case Study: Minimising bias in recruitment and HR processes / policies

Client industry: Infrastructure

The brief:

Analyse job descriptions, job advertisements and a wide range of people policies to identify potential areas of bias, increase the use of inclusive language, and widen the pool of potential candidates both applying for roles and successfully being hired.

The outcome:  

The review of both the job description template, as well as ‘live’ leadership roles being advertised online, identified a number of areas where bias could be reduced. Some of our findings included:

·       Inconsistent use of the job description template by recruiting managers, (which can lead to subjective hiring decisions for ‘cultural fit’ against the firm’s culture, skill and experience).

·       A heavy focus on technical capability in the majority of advertised leadership roles, without transparency on what weighting would be given to these skills over relationship or leadership skills (e.g. prerequisite, preferred or critical). This could potentially strike out good talent if hiring managers aren’t clear on the balance.

·       Only some job descriptions included an explicit mention of the company’s commitment to diversity, as well as the requirement of leaders to foster inclusion in their teams. We recommended this be added to all job descriptions, as well as mention of the firm’s commitment to a flexible working environment.

·       Wording such as ‘you’ll be required to manage a busy schedule and have to accommodate change and adjust arrangements accordingly’ was repeated in several position descriptions. This wording could deter candidates who have caring responsibilities or other out-of-work requirements from applying. Our recommendation was to modify wording to include a reference to flexible working options.

·       Several instances of gendered language in job descriptions, including terms such as ‘The role will require agility and the ability to think and perform based on competing demands and pressures’. An alternative was recommended: ‘The role will require agility in thinking to manage various elements such as timelines, budgets and stakeholder relationships’.

These are just a few of the recommendations we made to improve the use of inclusive language and reduce the potential for unconscious bias across all talent management policies.

If you’d like us to undertake a review of your policies, drawing on our learning from many recent client engagements and global best practice, please call us or email info@diversitypartners.com.au to talk through your needs. 

Building our team capability - welcoming Grazia Pecoraro

We talk a lot about building leader capability with our clients, and over the past year we've been building our own team capability and diversity of background.

Grazia Pecoraro joined Diversity Partners last year, bringing years of corporate experience in leading diversity and inclusion initiatives, a background in communications, and plenty of energy to the job.

 Grazia Pecoraro

Grazia Pecoraro

Based in Sydney, Grazia has already delivered a range of solutions to help our clients achieve diversity progress.

As well as working across the broad diversity and inclusion agenda, Grazia’s specialties are in strategy development, implementation of flexible working practices, and initiatives to support people with disability.

We asked Grazia a few questions about her background and commitment to diversity and inclusion.

What led you to work in the diversity and inclusion space?

Growing up in South Africa during the height of the Apartheid era and living with a sight impairment of being legally blind without my glasses, has heightened my awareness of difference, identity and inclusion (and left me with a life-long quirk of referring to traffic lights as ‘robots’!). My background is in Communications, Reputation Management and Public Relations and I started out my career working for clients such as Apple, Microsoft, IBM and Cisco in South Africa and Australia.

FIve years after working in Westpac Group as an Internal Communications Manager, I volunteered for the then-new ABLE Employee Action Group that champions inclusion for people with disability. That was almost six years ago and I can truly say that every day I learn something new in this space as there are so many intersecting facets relating to human behaviour, change and beliefs.

 

What are you most enjoying about working with the DP team?

Being part of the Diversity Partners team has allowed me to get a broader diversity of experience - our clients span multiple industries, sectors and range in size.

I’ve already worked on projects for clients in emergency services, environment support, infrastructure, marketing, pharmaceutical, healthcare and energy. It’s fantastic to access a ‘hive mind’ of consultants with a range of experiences and thinking styles, so our clients get the best outcomes possible.

Joining a consultancy with an outstanding reputation, excellent practices and a number of innovative inclusion products has meant that I can focus on what I’m passionate about – delivering meaningful diversity outcomes to a broad range of organisations so that collectively, we shape and change Australia for the better.

 

What were some of the highlights of your career at Westpac?

There were many standout moments but for me these are the ones I reflect on most often:

·      Winning Gail Kelly’s Westpac CEO Award in 2010 for my work in championing sustainability and environmental initiatives in our business including bringing Keep Cups into all internal cafes.

·      Being selected as a Jawun business mentoring participant and spending 5 weeks supporting Aboriginal communities in Cape York.

·      Accepting the 2016 Australian Human Rights Award on behalf of Westpac for the leading-edge, ‘intuitively inclusive and accessible’ design of the new Barangaroo Campus in Sydney.

·      Winning the 2013 Australian Government’s National Disability Award for programs such as the Breaking Down the Barriers training I’d developed with Westpac’s ABLE Employee Action Group.

·      Rolling out programs of work to support the bank's aspirational target of having 50% of women in leadership by 2017.

 

If you’d like to speak with us about ways we can help your organization progress diversity, please contact us at info@diversitypartners.com.au and we’ll organise a call with you. 

Flexing your approach to flexible work arrangements

Three factors distinguish leading workplaces committed to supporting flexible work practices.

Many companies are working hard to normalise flexible working, as more and more Australians use technology to work in an agile and innovative way. Telstra, PwC, Origin Energy, and ANZ among others promote ‘all roles flex’ to shake long-held assumptions that jobs need to be full-time and based at an office or company site.

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Numerous research studies show a markedly positive impact on productivity and employee engagement when companies offer flexible work arrangements. An IBM Survey of 675 CIOs and IT managers of large enterprises across multiple industries in Australia, China, India, Japan, the United Kingdom and the United States found that on average, those taking action to create a more flexible workplace reported 20%+ improvements in productivity and cost saving.

Employees are more likely to recommend their company as a place to work when they work in companies where flexible work practices are widely used.

For companies that are developing or refreshing their approach to flexible work arrangements, we've found a few key principles make a big difference to acceptance and utilisation of flexibility among the hundreds of client firms we've supported on their diversity journey. 

Three principles can be readily applied across different industries and types of workplaces:

1. ‘Flexibility’ is defined broadly.

It extends to how, when, and where employees work. Arrangements include formal options such as job-sharing or part-time work, changes to start and finish times. Arrangements also include informal, ad-hoc flexibility - usually the most requested type of flexibility - to meet short term needs, and most of these are agreed verbally or via email between the employee and their manager.

2. Decisions are made on a case-by-case basis taking into consideration the needs of the business, the team, and any potential impact to clients/customers.

Some roles, by the inherent nature of their tasks, lend themselves to less flexibility. That said, leading firms encourage managers to carefully consider all requests as part of a ‘can-do’ flexibility mind-set, and provide ‘reasonable business grounds’ for any requests declined. In a number of companies, managers who intend to decline requests have to seek approval from Human Resources – an ‘if not, why not’ measure that challenges traditional (albeit surprisingly resilient) assumptions that flexibility is ‘too complicated’ or will ‘set a precedent where everyone will want it’.

3. Decisions are ‘reason neutral’.

This important principle recognises employees have different needs at different times in their lives. Some need flexibility to juggle caring responsibilities, others may want flexibility to pursue a hobby or additional study, for example.

The ‘reason-neutral’ approach also tackles the prevailing bias that flexibility is okay for working mothers, but less so for fathers. While the percentage of fathers using flexible working hours to look after young children has nearly doubled to 30 per cent since 1996), men are twice as likely as women to have requests for flexible hours rejected. A Bain & Co/Chief Executive Women study of more than 1,000 employees across Australian workplaces last year found approximately 60% of men are working, have or want to work flexibly, but there’s still a lack of senior support.

 

There are many other principles adopted by leading firms outline in our ‘Guiding Principles for effective flexible work practices’. Please email us if you’d like a copy.

Diversity Partners has developed comprehensive toolkits that cover guiding principles, tip sheets, and a four-step framework guiding managers and employees through the process of applying for, and reviewing, flexible work arrangements. We draw on best practices, and customise the toolkits to your business.

We also facilitate 'Making Flexibility Work for Everyone' workshops to help organisations entrench flexible working successfully. We'd love to hear from you if you'd like to talk through your organisation's flexibility strategy, education or policies.

 

 

 

 

Intentionally inclusive: everyday actions to create more respectful and inclusive workplaces

Being an inclusive leader requires us to understand, and fundamentally challenge, the biases and privileges entrenched in dominant Anglo male work cultures that the #MeToo phenomenon has begun to uncover.
 

The #MeToo movement has shocked many by highlighting that making harassment illegal, and having policies and training, has not actually made workplaces free from harassment, let alone genuinely inclusive. 

It turns out that introducing anti-discrimination and anti-harassment policies is much easier than challenging established practices. As we hear increasing allegations of ‘boys club’ work cultures and ‘lecherous’ behaviour by public figures, we often find that people have known about the behaviour for a long time, but haven’t felt able to challenge it.

Catherine A. McKinnon wrote in the New York Times last week of women alleging sexual harassment, over decades of her research, that ‘even when she was believed, nothing he did to her mattered as much as what would be done to him if his actions against her were taken seriously’. The women’s starting inequality made it hard for them to push for action and change. But, she says, right now, ‘power is paying attention’.

‘Perhaps it takes a moment like this’, as Australian journalist David Leser says, ‘for men to truly wake up.’

In workplaces, it has to be leaders – men and women – who drive greater inclusion. Beyond policy statements, it is a bigger and more challenging goal to create a psychologically safe, inclusive work environment.

How do you make your organisation a place where all employees feel they belong, can speak up about inappropriate behaviour they experience or observe, and feel valued for their unique talents and perspectives?

It doesn’t happen by accident, or through goodwill alone. Being an inclusive leader requires us to understand, and fundamentally challenge, the biases and privileges entrenched in dominant Anglo male work cultures that the #MeToo phenomenon has begun to uncover.

It’s up to all of us to challenge inappropriate behaviour and take action.

Leaders must intentionally choose to be inclusive in how they behave and the decisions they make. If we’re not consciously inclusive, as former Australian Sex Discrimination Commissioner Elizabeth Broderick said, it’s likely we’re unconsciously or unintentionally excluding people.

This matters to organisations because diversity of people, background, opinions and ideas is proven to deliver better decisions and generate breakthrough insights. It’s why so many organisations are actively committing to being more diverse and inclusive.

But it is a challenge. The reality is that all of us can find it demanding to include diverse thinking approaches, or people of different gender or from different backgrounds, in our work activities. 

When people come from differing backgrounds, or put forward a different perspective to ours, it’s often uncomfortable. We naturally gravitate to people who are like us (called affinity bias), and we like to have our views confirmed rather than challenged (confirmation bias). 

In organisations, this plays out in a few well-worn habits. We follow what’s been called the ‘usual suspects bias’ to automatically hire or promote people who are like us, because we feel comfortable with them and trust them to get the job done. Groupthink is generated.

We wind up with ‘mirror-tocracies’, far from the meritocracies we all want, where the best skills and ideas flourish. And we can have workplaces where ‘lad cultures’, ‘pervy’ behaviours, dismissive comments, unconscious bias, and outdated stereotypes prevail.

Taking intentional actions to make your work environment more diverse and inclusive goes well beyond avoiding potentially costly harassment complaints. 

 

It’s up to all of us to challenge inappropriate behaviour and take action.

For those in leadership roles, here's some ways to practice intentionally inclusive leadership.

·     Invite feedback from peers and team members about your behaviours, so you know if people are feeling consistently included, and so you can adjust if you need to before problems potentially escalate.

·     Recognise personal biases that may impact your decision-making (remember we all have biases).

·     Make a positive effort to learn more about the experiences of people not in the ‘in-group’.

·     Actively seek out diverse views in your meetings – explicitly invite different perspectives, including from people who are usually quiet.

·     Consider where and when team meetings and social events are held, to avoid inadvertently excluding some people. For example, instead of always having team drinks in the evening, mix it up with some morning teas during the week.

·     Challenge stereotypical comments, assumptions, and language. If a woman manager is called ‘aggressive’, is that about her behaviour, or about someone thinking she should be warmer or softer because she is a woman?

·     Ask explicitly for diversity on recruitment shortlists, speaking panel representations, and in succession planning. 

·     Notice and call it out if some people are given nicknames but others aren’t. It’s an everyday way to make some people feel in and others excluded.

·     Provide flexible work options, using changing technologies, to give a more diverse team opportunities to be involved.

·     Talk with your teams about the proven benefits of diversity and an inclusive work culture (some organisations start meetings by highlighting positive examples).

For organisations, it’s also fundamental to refresh recruitment, promotion and other talent management practices that have typically privileged dominant Anglo male cultures in Australia.

Taking intentional actions to make your work environment more diverse and inclusive goes well beyond avoiding potentially costly harassment complaints. Numerous studies show the benefits include better decision-making, higher employee engagement, more innovation, and better financial performance.

What business leader wouldn’t want to achieve that?

New year, new thinking - accelerating progress on diversity

To accelerate diversity and inclusion progress in Australia and New Zealand in 2018, we think it’s important to focus on how your organisation is leveraging diversity of thinking approaches and diversity of background to improve decision-making and organisational performance.

In a recent interview, Dr Katie Spearritt spoke about ways to reduce unconscious biases in decision-making, so we gain the benefits of diversity of thought and background.

Q: Are business leaders getting more serious about diversity of thought?

We’re seeing a growing interest to apply the research on cognitive diversity in the workplace. For example, a CEO of an industry superannuation fund contacted us to explore how bias might be getting in the way of effective decision-making on his team. His team was gender balanced and culturally diverse, and he appreciated the different perspectives that brought.

The CEO wanted to go further, to identify the team's preferred thinking approaches so they could consciously bring different perspectives to decision-making as they launched new products and expanded their market.

 Photo: Getty Images

Photo: Getty Images

We’re also seeing more and more focus on the importance of diversity of thought for ethical decision-making and corporate governance. 

Groupthink and confirmation bias have contributed to some big ethical failures in history. That’s why one global resources organisation we’ve worked with explicitly advises its leaders to ‘hear from the quietest person in the room’.

 

Q: Can you share some practical things that leaders can do to encourage different thinking approaches?

Before making a key decision in a meeting, we encourage teams to reflect if they’ve considered a range of different thinking approaches and credible alternatives, as well as unconscious biases that might impact their decision-making.

This usually means consciously slowing down our thinking. ‘Slow thinking’ is a recognised strategy to build inclusive leadership capability, and helps us avoid the error-prone biased decisions that can come from automatic ‘fast thinking’.

Director of St James Ethics Centre, Dr Simon Longstaff, has said ‘the greatest pressure on modern leaders is the absence of time to stop and think’. That’s something we hear time and time again, and it can be helpful for leaders to remember we all have a choice to call a ‘time out’, however brief it might be.

While seeking feedback from others is essential, some leaders go further by appointing a ‘devil’s advocate’ in meetings to normalise challenge. It’s important to rotate the devil’s advocate too.

One CEO we know routinely tells colleagues that ‘you have an obligation to disagree with me’ to reduce confirmation and sunflower bias.

It’s also important to think about basic things such as where you hold meetings and who gets invited. Decision making experts emphasise the importance of hearing from people who are ‘cognitively peripheral’ – who have information that is not generally known – rather than having discussions with people who share similar knowledge. 

As you make a key decision, ask the team if they’ve considered a range of different thinking approaches and credible alternatives, as well as unconscious biases that might impact their decision-making.

That’s why we suggest using different communication channels to receive input on a project or idea. Some team members will probably be more comfortable providing an alternative view in a follow up email or direct phone call rather than in a team meeting.

HR leaders can track employee perceptions of opportunities to contribute to decision-making and speak up through annual or pulse engagement surveys – that’s a valuable contribution to business success.

Q: Do experts on diversity always get it right?

If only! For a start, we’re human so we’re prone to biases just as anyone else is.

Adapting to different thinking and learning styles is challenging for us too.

Recently a client asked us to facilitate a workshop for senior leaders in a range of locations around the world. We were reticent, as our preference is face-to-face learning to build conversations. But we decided to give it a go, asking one of our team members used to working in virtual global operating environments to help us re-design content.

We ended up with some new tools and our client reach has now extended from Melbourne to Mongolia!


 

Contact Diversity Partners at info@diversitypartners.com.au or phone us on 1800 571 999 if you'd like to talk through ways to progress diversity and inclusion in your firm this year.

To read the original interview with Peoplecorp Recruitment Specialists, please see: http://www.peoplecorp.com.au/hr-spotlight/interview-dr-katie-spearritt-ceo-diversity-partners/

Developing a commercially-responsive Diversity and Inclusion strategy in 2018

In 2017, Diversity Partners undertook 20 diagnostic and strategy engagements to set the course for action to achieve more diverse and inclusive workplaces in Australia and New Zealand. These engagements have been for a range of organisations, including top ASX firms, local subsidiaries of global firms, public sector agencies, and emergency services providers. 

 Setting the course for diversity and inclusion progress needs a methodical approach.

Setting the course for diversity and inclusion progress needs a methodical approach.

We've also reviewed the talent management policies for a number of organisations to reduce the potential for unconscious bias and diversify talent pools.

Here we share five insights from our experiences in co-developing strategies with clients this year.

Five Insights

  1. Developing a diversity and inclusion strategy is an opportunity to clearly articulate how the  selected actions will advance organisational priorities, align with values and behaviours, meet customer needs, and help create the cultural change we all want to see in workplaces.
  2. Among leading organisations, the outcomes typically go beyond achieving certain demographic targets (e.g. percentage of women in leadership) to meaningful measures correlating levels of inclusion with innovation and productivity metrics. For example, resources giant BHP has quantified the benefits, finding that 'our most diverse sites outperform the company average on many measures, such as lower injury rates, and greater adherence to work plans and production targets,' according to CEO Andrew Mackenzie.
  3. A robust D & I strategy is not an easily templated strategy. It's a carefully considered plan that addresses specific organisational challenges and biases, demographic gaps, and policy shortfalls.
  4. Governance matters. It might seem simplistic, but it's really important to spell out who has responsibility for what, including the role of a diversity steering committee if one exists.
  5. Being realistic about plans for year one, two, and three keeps the momentum going.
  6. Linking internal efforts with external efforts (e.g. corporate social responsibility initiatives) helps stakeholders to make deeper connections about the value of diversity and inclusion.

One of our longer-term strategy engagements this year was with the Bureau of Meteorology, resulting in the launch of their Gender Equality Plan in October. Chief Scientist and Group Executive Science & Innovation, Dr Sue Barrell, recently shared her feedback on the partnership:

"We started our journey by engaging Diversity Partners to research challenges and opportunities for us. Their research was extremely thorough, drawing on inputs from hundreds of team members and a range of data points relating to recruitment, retention, flexibility usage, and promotion. From this, we worked with Diversity Partners to develop a comprehensive action plan.
This has been an exemplary partnership and we acknowledge the commitment, professionalism and passion of the team who worked closely with us, our ‘friends’ on this journey."

With the ever-growing focus on diversity and inclusion in the community and in workplaces comes a responsibility to set well-crafted, commercially-savvy strategies with tangible actions and accountability to drive progress. That's a responsibility we take very seriously at Diversity Partners.

 

Please contact us at info@diversitypartners.com.au if you'd like to discuss ways we can work with you to advance your organisation's diversity and inclusion efforts in 2018.

 

Inclusive leadership matters

How important is inclusive leadership to effective leadership and business performance? 

When we’re asked this question, we encourage people to think of an inclusive leader they know.

Think of the most inclusive leader you’ve worked with – what were the special qualities that had a positive impact on you, your team and the broader organisation? 

What’s typically recalled is how supportive the leader was, their openness to new ideas and different perspectives, their openness of themselves, and their consistent focus on results. 

The common thread in these stories is leaders who've helped people feel valued for their differences and created a sense of belonging in the team. For them, diversity – of background and thinking - was not a threat, but an advantage.

Many of these leaders have actively sponsored people from diverse backgrounds and with different thinking approaches, typically drawing on their personal understanding of deep-seated challenges facing those who don't fit the dominant leadership stereotype in Australia.

These characteristics have again been reinforced to us following extensive interviews and focus groups we’ve been conducting with employees of a top ASX organisation to understand the positive practices and behaviours that support women and employees from culturally diverse backgrounds.

With this research front of mind, we encourage every business leader to reflect on three questions:

  1. How are you actively promoting difference – whether that’s in approaches to work (e.g. flexibility), employee backgrounds, thinking approaches?
  2. How are you actively encouraging the careers of individuals from diverse backgrounds (e.g. providing stretch assignments, 'nudging' to put themselves forward for promotion)?
  3. How are you role-modelling your support (e.g. leaving the office ‘loudly’ for personal or family reasons to reduce the stigma associated with flexible hours)?

We want to stress these aren’t just ‘nice to do’ behaviours of diversity and inclusion champions; they are critical to leadership effectiveness, backed up by global research.

McKinsey’s Decoding Leadership: What Really Matters study in 2016 found four kinds of behaviour explained 89 per cent of the variance between strong and weak organisations in terms of leadership effectiveness:

·      Solving problems effectively: ‘The problem solving process that precedes decision making… is deceptively difficult to get right yet it is a key input into decision making for major issues (such as M&A) as well as daily ones (such as how to handle a team dispute).’

·      Operating with a strong results orientation: ‘Leadership is about not only developing and communicating a vision and setting objectives but also following through to achieve results.’

·      Seeking different perspectives: ‘Leaders who do well on this dimension typically base their decisions on sound analysis and avoid the many biases to which decisions are prone.’

·      Supporting others: ‘Leaders who are supportive understand and sense how other people feel. By showing authenticity and a sincere interest in those around them, they build trust and inspire and help colleagues to overcome challenges.’

McKinsey says these core leadership behaviours will be relevant to most companies today, particularly on the front line[1]. And they’re integrally linked with the qualities expected of inclusive leaders.

The more that inclusive leadership is integrated with leadership curriculums, we start to see and appreciate the positive impact that diversity and inclusion can have on organisational culture, employee engagement, innovation and overall performance.

 

Diversity Partners offers a range of Inclusive Leadership programs by facilitators with extensive experience in leadership development, diversity and inclusion. We offer awareness sessions, skill-building programs, and individual coaching.

Contact us at info@diversitypartners.com.au for more information.

 

Footnote:

[1] The McKinsey research was based on surveys with 189,000 leaders in 81 diverse organisations. McKinsey found that leaders in organizations with high-quality leadership teams typically displayed 4 of the 20 distinct leadership traits surveyed.

 

Diversity contributes to better ethical practices

Ethics

Leading and sustaining a successful and ethical business can be a complex game. For some, this can be all the more (seemingly) complex when you bring together people with different backgrounds and perspectives.

However, we now know that well-managed diverse teams lead to greater business benefits, innovation and creativity.

Where some are still connecting the dots is in understanding the positive impact of diverse teams and inclusive behaviours on ethical decision-making and corporate governance. 

Several studies have shown that diversity on boards and in teams brings fresh thinking, increased focus on problem solving, and greater transparency.

As companies plan leadership curriculums for 2018, we think a significant focus on the value of diversity (of background and thinking approaches) in ethical decision-making and problem-solving is warranted.

dynamics make a difference

  It's important for leaders to understand the value of diversity (of background and thinking approaches) in ethical decision-making.    

 It's important for leaders to understand the value of diversity (of background and thinking approaches) in ethical decision-making. 

 

People with different backgrounds bring new information, but what really counts is the dynamics of diverse teams when making decisions.

In a seminal article published in Scientific American, Professor Katherine Phillips from Columbia Business School writes that 'interacting with individuals who are different forces group members to prepare better, to anticipate alternative viewpoints and to expect that reaching consensus will take effort'.

'When we hear dissent from someone who is different to us, it provokes more thought than when it comes from someone who looks like us,' she says.

It's these behavioural dynamics that drive ethical successes and failures, argues Dennis Gentilin, author of The Origins of Ethical Failures and publicly named ‘whistleblower’ in the FX trading scandal that rocked the National Australia Bank in 2004.

Speaking with us at Diversity Partners, Gentilin says 'we need to surround ourselves with diverse opinions to keep ourselves accountable to our standards and values because we can all fall short.'

‘If we surround ourselves with challenging views and create an environment where others feel they can ‘speak up’ then we avoid going down the slippery slope of ethical failure,’ according to Gentilin.

Unfortunately, sometimes it takes a crisis for organisations to fully understand and appreciate the contribution of good diversity and inclusion practices to ethical resilience.

In 2011, one year after the Gulf of Mexico oil spill, I joined a global facilitation team for BP’s newly formed Diversity & Inclusion Academy. As a result of this crisis, and following a range of independent studies on the situation, it became clear that decision-making biases (particularly confirmation bias) and the lack of a safety ‘speak up’ culture were among contributing factors to the disaster.

BP subsequently focused on leadership education so that all employees act with greater awareness of core values such as safety, respect and courage, and have awareness and skills to challenge unconscious biases.

Tips to encourage diverse thinking approaches and perspectives

Although we’re all susceptible to forces that make us ignore risks, leaders at all levels of an organisation can take steps that will encourage diversity of thought and potentially reduce ethical risk.

Here's a few tips to get started...

            1. Develop your awareness of cognitive biases. Psychologists and behavioural economists have highlighted many biases that impair our ability to make objective and effective decisions. We all have biases, but we’re often not aware of them playing out in our minds.

Unconscious bias training gives leaders an opportunity to understand how easily our decisions are impacted at work by affinity bias (our natural tendency to gravitate towards ‘people like us’), confirmation bias (our tendency to seek out information that confirms our beliefs and ignore conflicting evidence), and groupthink (where pressure for unanimity overwhelms realistic appraisal of alternative courses of action).

            2. Give teams explicit permission to disagree with you. While seeking feedback from others is essential, some leaders go further by appointing a ‘devil’s advocate’ in meetings to encourage multiple perspectives and normalise challenge. One CEO we know routinely tells colleagues that ‘you have an obligation to disagree with me’.

            3. Engage team members from outside of your regular circle. Inclusive leaders make a concerted effort to understand the experiences of people who are not part of their tight-knit ‘in-group’ and who may feel (unintentionally) excluded from some key decisions.

Simple things such as where you hold meetings and who gets invited to them can make a difference.

Decision making experts emphasise the importance of hearing from people who are ‘cognitively peripheral’ – who have information that is not generally known – rather than having discussions disproportionately influenced by people who are ‘cognitively central’ – who have knowledge that is shared by many members of the group.

Or, as one global organisation advises its leaders, every group needs to ‘hear from the quietest person in the room’.


An earlier version of this article appeared in Leadership Matters, the newsletter of the Institute of Managers and Leaders for Australia and New Zealand in 2016.

If you'd like more information about this topic, or any other resources to help progress diversity and inclusion in your firm, please email us at info@diversitypartners.com.au.

 

New e-Learning solution helps leaders create more inclusive workplaces and challenge unconscious bias

Diversity Partners is thrilled to offer a new eLearning program, Creating Value Through Diversity and Inclusion, in partnership with Learning Seat, an award winning eLearning solution provider to businesses across Asia Pacific.

The program helps leaders optimise the benefits of diversity of talent and ideas, and challenge unconscious biases in the workplace.

It’s designed for managers and leaders across all industry sectors in Australia.

 Diversity Partners and Learning Seat have built an eLearning solution:   Creating Value through Diversity and Inclusion

Diversity Partners and Learning Seat have built an eLearning solution: Creating Value through Diversity and Inclusion

The program complements our popular face-to-workshops for executives and senior leaders, and is an effective way to reach large audiences across multiple locations.  It's also an opportunity to refresh the key learnings covered in our workshops - especially when managers are about to recruit, review performance or decide on annual promotions/partnerships.

The program consists of three learning bites, which can be purchased separately or together as a bundle.

Learning bite one explores the value of diversity of background (such as culture and gender) and diversity of thinking approaches, and the characteristics of an inclusive work culture.

The second learning bite builds awareness of unconscious bias, a key barrier to diversity progress in organisations. In the workplace, unconscious biases can impact our recruiting choices, how we allocate work, and key business decisions.

The eLearning solution is an effective way to reach large audiences of leaders across multiple locations.

The third learning bite includes practical strategies for tackling unconscious bias and creating a more inclusive and high-performing team culture.

On completing the learning bites in the bundle, learners should be able to confidently reflect upon – and challenge – their own thinking, decision-making processes and leadership approaches to create more inclusive workplaces.

The training is optimised for smartphone delivery and responsive across all devices – allowing users to complete their training on the go, any time.

You can find out more about the course here, with the option to sign up for a free trial.

Learning objectives

Learning Bite 1 – Understanding Diversity and Inclusion

·     Define what diversity means, and the characteristics of an inclusive work culture

·     Identify the benefits of workplace diversity and inclusion

Learning Bite 2 – Understanding and Challenging Unconscious Bias

·    Identify examples of unconscious bias in a workplace setting

·    Recognise unconscious bias occurring in a workplace setting

Learning Bite 3 – Strategies for Tackling Unconscious Bias

·    Identify different strategies for tackling unconscious bias in a workplace setting

·    List actions that you can take to become a more inclusive leader

Target audience

The content contained in this bundle is suitable for managers and leaders across all industries and sectors.

Contact us to find our more at info@diversitypartners.com.au, or go directly to the Learning Seat website link.

 

Our partner, Learning Seat, is an award-winning eLearning company based in Melbourne, Australia. Today more than 500 companies rely on Learning Seat to manage their online training and compliance, to over 700,000 learners.

 

 

 

 

 

Tackling unconscious bias: changing processes and mindsets

While unconscious bias training gets a lot of focus as a way to advance diversity and inclusion, it’s important to remember the most effective approach is a tailored and comprehensive one that doesn’t just focus on changing mindsets.

Working from the premise that ‘it’s easier to change your processes than your people', Iris Bohnet from Harvard Kennedy School encourages companies to redesign their processes to prevent biased choices and encourage greater diversity in the first place.

As Bohnet says: ‘Start by accepting that our minds are stubborn beasts. It’s very hard to eliminate our biases, but we can design organisations to make it easier for our biased minds to get things right.’[1]

That’s why, in our consulting work, we focus on both hard-wiring diversity and inclusion principles through re-designing organisational processes, and soft-wiring through leadership programs and education.

In our consulting work we focus on both hard-wiring diversity and inclusion principles through re-designing organisational processes, and soft-wiring through leadership programs and education.
— Dr Katie Spearritt

We often review recruitment, succession planning, and promotion policies and outcomes to determine whether unconscious biases are impacting decisions. We revise job descriptions and advertisements to ensure they have a mix of words typically associated with male and female characteristics, to attract a diverse talent pool.

We also work with clients to develop diversity goals and dashboards to track the objectives they set out to achieve.

How one company is embedding change

 Adapting site facilities and re-designing processes to anticipate greater diversity. Photo: Getty Images.

Adapting site facilities and re-designing processes to anticipate greater diversity. Photo: Getty Images.

A good example of the combined approach to process and mindset change comes from one of our clients – the project division of a global resources firm with whom we’ve partnered over the past year.

This is an organisation seriously committed to increasing diversity and improving inclusion across all sites.

A working group of business representatives drive the initiative, with the team meeting weekly (virtually, across a number of continents) to share challenges and progress.

Each meeting starts with a safety share, and an inclusion and diversity share.

Some of the tangible steps the team has taken over the past six months include:

  • Refreshing induction and recruitment processes to reduce bias
  • Creating new employment brand visuals, including new posters and graphics in offices to reflect greater diversity
  • Setting meaningful targets for a more inclusive work environment and greater demographic diversity across their operations, and
  • Developing new infrastructure guidelines to design more inclusive mine/project site facilities.
You can’t be what you can’t see.

The guidelines for upgrading or designing new facilities build on the simple notion that ‘you can’t be what you can’t see’ – in other words, adapt our facilities now to anticipate greater diversity.

The guidelines include facilities to improve gender inclusion, accessibility, and spaces to support employees to meet diverse religious, cultural and spiritual needs. Provisions for flexible working arrangements are there too.

These inclusive design principles will be familiar to those working in financial and professional services firms, but they’re far less common in traditional resources or manufacturing organisations in Australia. In fact, they remain challenging concepts for many, given the historically male-dominated Anglo workforces. 

Along with these tangible changes, leaders have taken part in education programs to build inclusive leadership capability and reduce bias - the soft-wiring that's part of building awareness and driving behavioural change.

The progress that's already occurring across this operation is evidence of the value of a mix of initiatives, tailored to the organisation’s specific challenges.  

We're reminded of the advice from global consulting firm McKinsey on diversity and inclusion: ‘There is no single way to make change happen; companies need a whole ecosystem of measures’[2].

 

Katie Spearritt is CEO of Diversity Partners. For more information on our services, please contact us at info@diversitypartners.com.au.


Did you know?

  • The gender of the people currently doing the role will influence who is seen as most suitable for it

  • Where someone behaves in a stereotype-inconsistent way, they will be less likely to be hired or promoted.

Source: Binna and Jo Kandola, The Invention of Difference: the story of gender bias at work, 2013


References

[1] Iris Bohnet points to the well-known example of behavioural re-design when orchestras started having musicians audition behind a curtain, making gender invisible. This simple change helped to increase the fraction of women in US orchestras from less than 10 per cent in the 1970s to almost 40 per cent today. Interview with Iris Bohnet by Gardiner Morse, 'Designing a Bias-Free Organisation', Harvard Business Review, July/August 2016.

[2] McKinsey Insights, ‘Moving mind-sets on gender diversity: McKinsey Global Survey Results’, January 2014. (http://www.mckinsey.com/business-functions/organization/our-insights/moving-mind-sets-on-gender-diversity-mckinsey-global-survey-results)

Project managers seeing the benefits of diversity

The project management profession has accelerated its focus on diversity of thinking approaches and background to maximise the performance of project teams. Having worked closely for the past year with the Projects Division of a global resources company, Dr Katie Spearritt provided her comments on how the profession can benefit from greater diversity in Project Manager, the membership magazine for the Australian Institute of Project Managers.

 Photo: Getty Images

Photo: Getty Images

Diverse views on diversity

Last week's publication of the memo ‘Google’s Ideological Echo Chamber’ ignited widespread discussion about diversity of thought, political correctness, and the value of diversity in general.

We loved seeing the wide range of views being shared and debated. As Diversity and Inclusion consultants, we welcome any opportunity to have an open and honest conversation about diversity - that's the core premise of all of our programs and coaching work. 

We always ask that conversation be respectful, evidence-based, and reflective of company values such as integrity and inclusion.

That's important because we know many people hold strong personal views on the topic - after all, diversity and inclusion is a topic that affects all of us.

 Photo: Getty Images

Photo: Getty Images

At the heart of last week’s debate is an important question: how do we communicate effectively with people whose views are fundamentally different from, and at odds, with our own?

Sharing personal views about diversity via an internal memo is one way to have your voice heard, but there are many other ways to do this within an organisation.

Facilitated team discussions or workshops, for example, can yield opportunities for discussion, debate, and learning about diversity and inclusion in a respectful way. This allows employees to build their knowledge and understanding by listening to each other, as well as from investigating a range of research studies.

Aside from ‘how’ the google memo author chose to share his views, there’s the ‘what’.

Many claims in the memo are highly controversial. For example, the manifesto repeats the faulty (though popular) claim that diversity somehow 'lowers the bar' of performance. (Substantial research suggests it's quite the opposite.)

Most concerning to us is the way the memo draws on, and reinforces, gender stereotypes. It’s important to remember that stereotypes are based on beliefs and not facts. This means, as Professor Binna Kandola explains in his book on The Invention of Difference: The story of gender bias at work, ‘they are often faulty, and lead to false assumptions, judgements and decision-making.’

All organisations put boundaries around what they consider acceptable, and Google’s CEO responded by saying ‘we strongly support the right of Googlers to express themselves, and much of what was in that memo is fair to debate, regardless of whether a vast majority of Googlers disagree with it. However, portions of the memo violate our Code of Conduct and cross the line by advancing harmful gender stereotypes in our workplace.’

...it’s more important than ever to explore diversity (of thinking and background) through respectful conversations.

It’s likely we’ll hear a lot more about the memo and subsequent events: already on Wikipedia you'll find a good summary of the diverse reactions to the memo from well-known ethicists, scientists, and psychologists, among others.

There's no doubt more and more global organisations recognise the benefits of greater demographic and cognitive diversity in the workplace. Decision-making is more robust and new ideas are generated when there's a considered approach to gaining multiple perspectives and utilising different thinking approaches. 

The strong pull of groupthink, affinity and confirmation bias can lead to echo-chambers, and it’s up to all of us in workplaces to be alert to those risks. This includes the risk of pro - D & I echo chambers.

That's why it's more important than ever to explore diversity (of thinking and background) through respectful conversations, drawing on education and research that recognises the unconscious biases we all have - and which can easily muddy our decisions and perspectives.

 

*This blog benefited from lots of discussion within our own team this week: I'd particularly like to acknowledge inputs from Duncan Smith and Leith Mitchell. 

If you're keen to learn more about translating diversity of thinking into practice, you'll find some tips in this interview by Peoplecorp's Tim Henry with Dr Katie Spearritt.

Innovation thrives with diversity

Innovation is underpinned by team diversity and inclusive workplace practices. That's the conclusion of a great deal of research across the fields of leadership, business psychology, and human resources in recent years.

The variety of perspectives and thinking approaches that diverse teams bring to decision-making helps to reduce biases such as groupthink - one of the biggest barriers to innovation.

The theory is being translated into practice in many Australian and New Zealand companies, as more and more leaders see the value of diversity of thinking and background for innovation.

For example, the CEO of an industry fund recently contacted us to explore how bias might be getting in the way of effective decision-making and innovation among his team. His team was gender balanced and culturally diverse, and he appreciated the different perspectives that brought.

But he wanted to go further, to identify their preferred approaches so they could consciously bring different perspectives to decision-making as they launched new products and expanded their market.

It reminds us of a recent quote from Apple's CEO, Tim Cook: 'Our best work comes from the diversity of ideas and people.  We believe in a modern definition of diversity — the big D — which supports creative friction and its contribution to making better products.'

For companies wanting to understand more about the links between innovation and diversity (both cognitive and demographic), we've found the following studies particularly useful. You can click on the links to see the full articles, or contact us for more information.

 

  • In a strategy execution exercise, researchers found teams with greater cognitive diversity perform faster. Diversity in knowledge processing (how people create knowledge in the face of problems) and perspective (how they deploy their own expertise versus orchestrating the ideas and expertise of others) were highly correlated with team success. (Alison Reynolds and David Lewis, 'Teams solve problems faster when they're more cognitively diverse', Harvard Business Review, 2017.

 

  • Employees who felt more included were more likely to report innovating on the job i.e. identifying opportunities for new products and processes and trying out new ideas and approaches to problems (Catalyst: ‘Inclusive Leadership the View from 6 Countries’, 2014).

 

  • A study in the United States of the performance of 1,500 companies over 15 years found that more women in top management improved the performance of firms that were heavily focused on innovation (Catalyst: ‘Why Diversity Matters’, 2013).

 

  • “The ideas and solutions that an intellectually diverse team generates will be richer and more valuable due to the wide variety of perspectives that inform them. Diversity of thought and perspective can protect your team from groupthink and can spark creative abrasion, a process in which potential solutions are generated, explored, and altered through debate and discourse” (Harvard Business Review: ‘Measure Your Team’s Intellectual Diversity’, 21 May 2015).

 

  • When measuring how diversity affects a firm’s ability to innovate, researchers reported significant benefits from both inherent diversity (such as gender, culture) and acquired diversity (traits gained from experience). They referred to companies whose leaders exhibit at least three inherent and three acquired diversity traits as having two-dimensional diversity. Their conclusion: companies with 2-D diversity out-innovate and out-perform others.

'Employees at two-dimensional companies are 45% likelier to report that their firm’s market share grew over the previous year and 70% likelier to report that the firm captured a new market.' (Sylvia Ann Hewlett et all, ‘How diversity can drive innovation’, Harvard Business Review, December 2013 - How Diversity Drives Innovation).

Innovation

When seemingly small things mean so much: inclusive leadership actions

Many of us have probably experienced a thoughtless action at work such as not being introduced in a meeting, being left off an email distribution list, or others taking credit for our work.

By itself, this might seem inconsequential.

But when this happens consistently over time - like a leaky tap - it can leave those on the receiving end feeling isolated and excluded.

It was Professor Mary Rowe of Massachusetts Institute of Technology who coined the term ‘micro-inequities’ in the 1970s to describe small and often unintentional unfairnesses toward those who are perceived as different.

Micro-inequities are often the result of unconscious bias or not understanding cultural differences. They're subtle but erode confidence, explains Australian scientist Dr Jill Rathborne on micro-inequities in the male-dominated world of science for example. 

We all need to be aware, consciously, of these on a day-to-day basis if we’re to create inclusive workplaces of the future.

The good news is that there are many relatively simple things we can do to reduce unconscious bias and micro-inequities. Mary Rowe called these ‘micro-affirmations’: ‘tiny acts of opening doors to opportunity, gestures of inclusion and caring, and graceful acts of listening’.

It might seem obvious, but the impact of these inclusive actions on individuals and team cultures in our workplaces can be very significant. They help everyone feel a greater sense of belonging and reduce unconscious bias.

We all need to be aware, consciously, of micro-inequities on a day-to-day basis if we’re to create inclusive workplaces of the future.

Here's ten inclusive actions (drawing on research and discussions in our leadership workshops) that can make a positive difference to everyday interactions, meetings, and decision-making.

Inclusive interactions

1.    Acknowledge people when you pass them in the office, especially those not part of your ‘in-group’.

2.    Ask for permission before calling someone by a nickname (and think about who has a nickname and who doesn’t).

3.    Ask for the correct pronunciation of an unfamiliar name – make an effort to get it right.

4.    Be mindful that small talk at the start of a meeting may leave some feeling excluded - make an effort to invite everyone into the conversation.

Inclusive meetings

5.    Introduce all people in a meeting with equal level of acknowledgement.

6.    In your team meetings, appoint a devil’s advocate (and make sure to rotate this role) to reduce groupthink.

7.    Be especially attentive to virtual team members who dial into meetings.

8.    Consider when and where a meeting should be held and who is invited, to maximise diversity of thought and perspective.

Inclusive decision-making

9.    Next time you’re making a key decision, actively seek out multiple perspectives (especially those different to your own) to avoid confirmation and sunflower bias.

10.    Use different communication channels to receive input on a project or idea - some team members will be more comfortable providing a follow up email or direct phone call rather than speaking out in a team meeting.

These tips, and many others, are explored in our Inclusive Leadership: Challenging Unconscious Bias workshop for leaders and employees. We'd love to share more with you - please contact us for a chat.

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